Transcript Customer Access Strategy

Customer Experience and Channel
Shift
Public Sector Forums – Channel
Shift Camp North June 2014
Andrew White
Aims
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Summarise discussion of customer experience and
channel shift in session at Channel Shift Camp
North 5 June 2014
Discussion of planned work, and where customer
experience and channel shift might overlap over
the next few years
Suggestions for low cost/no-cost actions, more
demanding changes
Complement slides and discussion provoked by
Lynley Meyers, Netcall Product Marketing Manager
www.netcall.com
Email [email protected]
Tel 0330 333 6100
My contact details are at the end of the slides
Addressing barriers to channel shift
Our session followed on from Lynley’s discussion of
channel shift, channel slide, channel shove, and
covered the following as big ideas or themes:
□ Audience concerns – barriers to good channel Shift
□ Customer experience factors (from Nunwood)
□ Digging deeper
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Empathy
Time and Effort
Managing expectations
□ Summary
Some context – Leeds City Council Customer Access
Strategy themes
□ Our strategy on a page is on the next slide
□ I’m assuming most authorities have something
similar
□ Our ambitions are to improve the customer
experience and save money
Customer experience and good
channel shift
Current barriers include:
□ Adoption – how do we know what channels customers will adopt
□ Shove factor – how much to shove – can we be brutal and what is
the impact
□ Lack of clear objectives – when deciding to channel shift – need to
clarify expectations
□ Service design – how to gain maximum success from any service
offered
□ Internal culture – how to increase success of adoption and roll out
□ Consistent process – is required to be successful – how to ensure
process can be automated
Customer experience and good
channel shift
More barriers:
□ Staff buy in to the reasons for the need to create the shift
□ Blockers from stakeholders – who does not want it to succeed?
□ Technological sustainability - will the technology adopted last into the
future and will it integrate?
□ Funds to make the changes
□ Accessibility for the customers – will everyone’s needs be
supported?
□ Who will be excluded?
□ When do you start and when do you stop?
Customer experience ‘test’
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Good channel shift should not happen at the
expense of good (or ‘good enough’) customer
experiences
□ Customer experience can provide a useful test of
whether your channel shift plans are likely to
succeed
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Win for customers
Win for staff
Win for budget
Customer experience model
□ Leeds are looking at Nunwood model
□ More at http://www.nunwood.com/the-
customer-experience-excellence-centre/
□ Other models are available…
INTEGRITY
PERSONALISATION
What it involves
Actions
Using individualised attention to drive an emotional
connection
Personalisation involves demonstrating that you
understand the customer’s specific needs and
circumstances and will adapt the experience
accordingly.
Use of name, individualised attention, knowledge of
preferences and past interactions all add up to an
experience that feels personal.
It makes the customer feel important and valued and
begins to build an emotional connection.
Not discussed at Channel Shift Camp,
you could:
Implement a clear and consistent
approach to gathering customer insight
Have a unique and consistent view of
the customer
Ensure fair and equal access is key to
our performance framework.
Being trustworthy and engendering trust
Trust is an outcome of consistent organisational
behaviour that demonstrates trustworthiness.
There are trust building events where organisations
have the need to publicly react to a difficult situation,
and trust building moments where individual actions by
staff add up to create trust in the organisation as a
whole.
Behavioural economics teaches us that we trust people
we like. The ability to build rapport is therefore critical
in creating trust.
Not discussed at Channel Shift Camp,
you could:
Publish annual measurable corporate
customer service standards, developed
with customers themselves.
Publish satisfaction levels against those
standards.
Where appropriate, give control to the
community to deliver services…
TIME AND EFFORT
EXPECTATION
What it involves
Actions
Managing, meeting and exceeding customer
expectations
Customers have needs and they also have
expectations about how these needs will be
delivered.
Customer satisfaction is the difference between
expectation and actual delivery. Understanding,
delivering and, if possible,- exceeding expectations is
a key skill of great organisations.
Some organisations are able to make statements of
clear intent that set expectations (e.g. “never
knowingly undersold”), others set the expectation
accurately (“delivery in 48 hours”).
And then delight the customer when they exceed it.
Channel Shift Camp suggestions:
Minimising customer effort and creating frictionless
processes
Customers are time poor and increasingly are looking
for instant gratification.
Removing unnecessary obstacles, impediments and
bureaucracy to enable the customer to achieve their
objectives quickly and easily have been shown to
increase loyalty.
Many companies are discovering how to use time as a
source of competitive advantage.
Channel Shift Camp suggestions:
Frictionless process – can we offer an easy to use process?
Do we supply service from 9 to 5 when most customers are at
work?
Do we reuse information we request form them (remember
me)
Do we make decision answers easy to find on our website
Is all the top stuff (Pareto of top 20%) easy to find quickly and
do we provide relevant quality information
Do we allow completion on the same channel or do
customers have to change channel
Meet the needs of special customers
Promise, process, technology to deliver?
Or are responses different by geography or department as
interpreted by staff
Can our staff provide a consistency of approach - quality
framework?
Or are processes different, as processes differ it makes it
increasingly hard to meet expectations as the output from
one department will be different to another department (or
the same department in a different location)
How can we standardise output?
There is always political influence in local government
Can we signpost the location of information or what to
expect form a service more clearly on the website
Can we ensure we take proactive control?
RESOLUTION
What it involves
Actions
Turning a poor experience into a great one.
Customer recovery is highly important.
Even with the best processes and procedures things will go wrong.
Great companies have a process that not only puts the customer
back in the position they should have been in as rapidly as
possible, but they also make the customer feel really good about
the experience.
A sincere apology and acting with urgency are two crucial elements
of successful resolution.
Not discussed at Channel Shift Camp, you
could:
Put customer satisfaction at the heart of
our performance management
framework.
Customer satisfaction at the heart of our
commissioning framework.
EMPATHY
Resolution at the first point of contact.
Achieving an understanding of the customer’s circumstances to
drive deep rapport.
Empathy is the art of letting the customer know that you can
genuinely understand what it is like to be in their shoes.
Empathy creating behaviours are key to establishing a strong
relationship and involve the telling of personal stories that reflect
back to the customer how you felt when in similar circumstances.
Then going the extra step because you understand how they feel.
Channel Shift Camp suggestions:
Relationship building
Telling stories – using the story to create
the empathy
Developing profiles to understand the
different challenges of customers
Have we met our aims?
Customer experience a helpful test or check –
□ Is your channel shift engagement or discussion driven by a
focus on customer experience?
□ Usefulness of challenge events to draw in customer experience.
□ Customer experience model may help you to cover key factors
(inputs, outputs, outcomes) and to consider no-cost and lowcost channel shift, as well as major changes.
□ I’m happy to share, where possible, our story, as it takes place.
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[email protected]